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On April 24, 2014, Justin Petite of Life Cycle Engineering led a conversation on practices that align with the 5th Agile Principle – “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done” The discussion covered: How managers can prepare the foundation for a successful Agile Team The High Performing Team Member The Culture Engine Agile Performance Management for high performing teams Intended Audience: Scrum Masters, managers, and operational leadership seeking to discuss how this Agile principle makes the connection between people and performance.
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THE 5TH PRINCIPLE: MOTIVATED INDIVIDUALS AND
SUPPORTING AGILE TEAMS
JUSTIN PETITE• 4+ years adapting and applying
Agile and Scrum to SPAWAR projects
• Scrum Alliance Certified Scrum Master (CSM)
• Scrum Alliance Certified Scrum Professional (CSP)
• PMI – Agile Certified Practitioner (PMI-ACP)
http://www.linkedin.com/in/justinpetite
Twitter: @JustinPetite
THANKS FOR YOUR FEEDBACK
TOPICS
• How managers can prepare the foundation for a successful Agile Team
• The Culture Engine
• The High Performing Team Member
• Agile Performance Management for high performing teams
THE 5TH AGILE PRINCIPLE
“Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.”
http://agilemanifesto.org/principles.html
MOTIVATED
MOTIVATION
A more significant component in predicting career success over intelligence, ability, and salary
Source of motivation varies greatly among individuals and is unrelated to success.
The 100 Simple Secrets of Successful PeopleBashaw and Grant 1994
INDIVIDUAL
“A single human being, as distinguished from a group”
“Separate from other persons and possessing his or her own needs or goals.”
WHO AM I?
Frederick Herzberg1923 - 2000
Abraham Maslow1908 - 1970
CONTENT THEORY OF HUMAN MOTIVATION
MASLOW’S HIERARCHY OF NEEDS HERZBERG’S DUAL FACTOR THEORY
Extrinsic
Intrinsic
Motivating factors
Hygiene factors
DRIVE
- Carrots and sticks don’t work
- Autonomy
- Mastery
- Purpose
HERE’S WHERE THINGS GET TRICKY
- Nobody seems to know for sure
- Individuals’ needs can change over time
- Needs can be learned or acquired
- Some needs are more important than others
- Certain extrinsic motivators like compensation may actually increase intrinsic motivators
- Motivation is useless if what’s needed to perform is missing
Inspect and adapt!
THEORY INTO PRACTICE
The Foundation
- Study the manifesto and principles in terms of how they influence daily work habits
- Take care of your hygiene first and foremost
- Cultivate individual relationships to understand the needs of those you lead
- Hire individuals who are capable of seeing the value of the task at hand
- Engage them to become motivated about building something valuable.
- Rely on your team to make delivery commitments they believe they can achieve
- Support team commitments
MOTIVATE
- Listen to the needs of your individuals
- Don’t bribe, compensate and share rewards
- Make them feel something
- Emphasize progress and build momentum
- Unite individuals around a common story
AGILE TEAMS
THE CULTURE ENGINE
Performance = Problem Solving
High Performing teams solveharder problems faster
What fuels the engine of high performance?
Adapted from “The Culture Engine” presented at AgileDC 2013 by Steve Peha and Amr Elssamadisy
SAFETY
How likely am I to participate in solving a problem if I don’t feel safe?
RESPECT
How likely am I to participate in solving a problem if you think I’m an idiot?
OWNERSHIP
How likely am I to participate in solving a problem if I think it’s your fault?
INTENTION
How likely am I to participate in solving a problem if I don’t know what you want?
TRUST
SIMPLICITY
Agile practices are agreements between team members
WHERE THINGS GET COMPLICATED- We manage our agreements poorly
- We break our agreements
- We fail to address and renegotiate
SIMPLE BUT NOT EASY
Confront Address immediately:
• Check Safety
• Check Respect
• Check Ownership
• Check Intention
• “Bring your whole self”
• Don’t be afraid to ask for support
• Agree on the way forward
Everything I Need to Know I Learned In Kindergarten
^
about being
a member of
a successful
Agile Team
Robert Fulghum (1988)
SHARE EVERYTHING
Successes
Failures
Challenges
Code
Ideas
Questions
Answers
Goals
PLAY FAIR
DON’T HIT PEOPLE
PUT THINGS BACK WHERE YOU FOUND THEM
CLEAN UP YOUR OWN MESS
DON'T TAKE THINGS THAT AREN'T YOURS
SAY YOU'RE SORRY WHEN YOU HURT SOMEBODY
WASH YOUR HANDS BEFORE YOU EAT
FLUSH
WARM COOKIES AND COLD MILK ARE GOOD FOR YOU
LIVE A BALANCED LIFE
LEARN, THINK, DRAW, PAINT, SING, DANCE, PLAY, AND WORK EVERY DAY
TAKE A NAP EVERY AFTERNOON
WHEN YOU GO OUT INTO THE WORLD, WATCH FOR TRAFFIC, HOLD HANDS AND STICK TOGETHER
BE AWARE OF WONDER
REMEMBER THE LITTLE SEED IN THE STYROFOAM CUP
GOLDFISH, HAMSTERS, MICE, AND THAT SEED
LOOK
The High-Performing Agile Team
MEASURING PERFORMANCE
SHARED GOALS SYSTEMS
http://www.agilejournal.com/articles/columns/column-articles/5742-performance-management-for-agile-peoplehttp://www.infoq.com/articles/agile-performance-management/
1. Agile team shares the same performance goals
2. Individual goals for individual development
3. Make sure individual goals are aligned with team goals
4. Frequent performance feedback
5. Value highly the personal traits, characteristics, and behaviors of good team members
IF WE MUST, HOW DO WE SCORE?
HOW DO YOU FEEL TODAY?
SUMMARY• Managers can prepare the foundation for a successful Agile
Team
• The basic principles and listening to the needs of individuals will help you be a better Agile Manager
• The Culture Engine
• Making and keeping agreements and building trust while acknowledging the needs of fellow team members
• The High Performing Team Member
• Good habits can build great culture
• Agile Performance Management for high performing teams
• Experiment with agile patterns to incorporate shared goals and simultaneously manage the “I” in “TEAM”
THANK YOU!
Please let me know how I can do better next time!